Leading change requires growth of oneself.
This Provost was struggling in his most senior role to date. He was uncomfortable wielding power leading to poor outcomes and a slow change process. Coaching provided a new confidence and advice on how to manage peers as well as wield power more subtly and diplomatically. As a result, Executive team relationships strengthened.
21st Century leadership requires empathy not confrontation.
This Director was delivering great results but had conflicts with several staff due to an leadership aggressive style. He had a tendency to hold others to account for tasks in an overly forceful manner resulting in questions about his future at the firm given the regular conflicts that arose.
Client feedback is essential for good service and great leadership
This HR leadership team were so successful leading and a very good team, that service and quality levels began to suffer. Coaching opened their eyes to the issues and convinced them to change processes, consult more with internal clients to deliver better leadership and customer service.
Leading change requires emotional strength for confidence and success.
Transition from a senior corporate position to leadership of a business school with a traditional academic culture created, for this Executive Director, a situation of antagonism never confronted before. Targeted behavioural coaching resulted in successful growth of the school.
"This bank can't function without me.”
This manager was highly intelligent and very successful in his technical specialty. However, management peers complained about him being ruthless with them and completely isolated. In contrast, his subordinates were totally loyal and committed to him as manager. This man’s serious psycho-pathology became slowly obvious over his first few sessions. After much consideration the only practical solution was to implement a carefully managed transition to another role for him with long term support recommended.
“No one ever told me what a manager’s supposed to do!”
A self-made success, this IT manager was struggling in his latest promotion to a very senior role. The CIO had great expectations for this manager yet his first 6 months resulted in poor 3600 feedback results and low morale within his team. Four months of intensive counseling, as the first part of an extensive coaching program, transformed this manager from “problem-child” to “star”.
Addressing emotional barriers to successful leadership
After 10 years of spectacular growth this software company hit a downturn in performance requiring redundancy of 10% of its staff. The CEO and founder was unable to understand why this had happened and was incapable of defining a strategy or path forward. The shame of the personal responsibility he felt for this “failure” clouded his judgement and ability to lead.